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An Emergent Theory of Structure and Outcomes in Small-Firm Strategic Manufacturing Networks
Author(s): Sherrie E. Human and Keith G. Provan
留学生战略管理硕士论文定制Source: The Academy of Management Journal, Vol. 40, No. 2, Special Research Forum on
Alliances and Networks (Apr., 1997), pp. 368-403
Published by: Academy of Management
Stable URL: https://www.jstor.org/stable/256887
Accessed: 09/04/2010 02:57
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? Academy of Management Journal
1997, Vol. 40, No. 2, 368-403.
AN EMERGENT THEORY OF STRUCTURE AND
OUTCOMES IN SMALL-FIRM STRATEGIC
MANUFACTURING NETWORKS
SHERRIE E. HUMAN
Texas Christian University
KEITH G. PROVAN
University of Arizona
This article presents the results of a comparative study of two networksof small- to medium-sized manufacturing enterprises in the U.S. wood
products industry. Qualitative and survey data were collected from asample of active participants in each network as well as from a sampleof firms that were not network members (market firms) in the sameindustry. Using both qualitative and network analysis methodologies,we developed a model and testable propositions concerning key aspectsof network structure and outcomes.In 1992, four member firms of the Kentucky Wood Manufacturers' Networkwon a $2.5 million contract with Disney World in Florida; in that same
year, ten electronics manufacturers, members of Team Nashua Network insouthern New Hampshire, obtained a $1.2 million contract with Compaq
Computers (Lipnack & Stamps, 1993; Selz, 1992). Despite a historically https://www.51lunwen.org/strategy/competitiveand individualistic business environment in the United States,small- and medium-sized enterprises (SMEs) have begun to participate inongoing cooperative, multifirm interorganizational relationships modeledafter northern Italian industrial districts and Danish networks (Inzerilli,1990; Nielsen, 1993). Like their European counterparts, U.S. small-tomedium-sized-enterprise (SME) networks do not replace competitive relationships,but operate alongside those relationships, allowing designatedcollaborators to cooperate on certain projects and to compete on others (Bosworth& Rosenfeld, 1992; Perrow, 1992).
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